Creating a Truly Inclusive Culture

How can we create an inclusive culture that supports diversity and productivity?

Having a diverse representation of talent in the organisation isn’t the goal. Instead, when diverse talent feels included, valued and a core part of the team without having to become like the ‘norm’, then organisations see substantive gains in creativity, engagement and productivity. But how can we create an inclusive culture that supports diversity and productivity?

Our next CRF webinar will distinguish between inclusivity (culture and way of working) and diversity (counting numbers to assure representation), as well as explore what inclusive business units, teams and organisations are doing that’s unique. We will identify what leaders of inclusive cultures do to foster the right climate, and provide our listeners with tips and tools to help drive an inclusive culture in their organisation. Our panel will include DrWanda Wallace, President and CEO of Leadership Forum, Inc., and senior HR professionals doing work in this area.

We will be answering your questions live and would encourage you to submit questions and comments online via our discussion feed once live, or using the Twitter hashtag #CRFCulture.

A selection of thought-leadership materials is also available within our resource library.

Our webinar series aims to continue the debate generated from our research reports and member meetings, thereby enabling global teams to access high quality content in an online environment built for exchange and discussion.

In the style of all CRF events, our webinars are engaging, interactive, content rich and, importantly, to the point, recognising the time constraints everyone operates under.

We look forward to your future attendance and contribution to the discussion. For further information on our webinar programme please contact Viktorija Verdina at viktorija@crforum.co.uk or +44 (0) 20 7470 7283.

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In Mercer’s recent Global Talent Trends Study, only four percent of HR leaders reported that HR is seen as a strategic partner in their organization. Furthermore, over 80 percent indicated that their talent processes need an overhaul. How did the gulf between what HR intends to be — a strategic partner — and how HR is perceived — an undervalued resource — get so big?

There are several talent trends driving the question around HR’s value. The prevailing HR operating model, and how organizations have implemented it, also brings challenges. This paper examines these issues and provides Mercer’s view on what HR can do to redefine its value in today’s evolving talent economy.

Your first 100 days as the new Chief Human Resource Officer (CHRO) provides a window of opportunity to build a solid foundation for long-term success. It’s a time to gain the confidence of the CEO, the executive team and those in the HR function, and to secure an in-depth understanding of your new environment. This is a unique opportunity…one you will never have the chance to do over. How can you make the most of it? This paper by Mercer looks at the areas you should focus and the aims you should strive to achieve.

The 2016 Mercer Global Talent Trends Study examines how the changing landscape impacts today’s workforce, and how organizations are responding. Mercer asked employers and employees what really matters in the workplace, what skills are in demand, and how they are building their capabilities - individually and organizationally – to take on future challenges.

Previous Broadcasts

Having a diverse representation of talent in the organisation isn’t the goal. Instead, when diverse talent feels included, valued and a core part of the team without having to become like the ‘norm’, then organisations see substantive gains in creativity, engagement and productivity. But how can we create an inclusive culture that supports diversity and productivity?

Our CRF webinar examined how talent management can be better aligned with the needs of the organisation, as well as organisation strategy and purpose. During the 45 minute programme the panel assessed key challenges in talent management today and the steps HR professionals can take to reinvent talent management for the 21st Century.

This CRF webinar examined the effectiveness of organisations’ investments in leadership development and explored how the area needs to evolve. During the 30 minute programme, the panel assessed the leadership market and discussed how organisations could be more thoughtful in their approach and evaluation of their leadership development.

Following the publication of our reportCoaching – Business Essential or Management Fad?, our inaugural webinar examined the current state of the coaching market and addressed how organisations could be more thoughtful in their approach and evaluation of executive coaching.

Karen is a CRF Associate. She has worked extensively across all sectors on the issue of organisation effectiveness, particularly developing sustainable strategic capability. She has also published books on the global aspects of effectiveness – ‘Leading International Teams’ & ‘Globalisation: The internal dynamic’.

Karen has extensive experience working with high potential leaders globally and in the last nine years has conducted targeted research into the challenges of attracting and retaining the talent needed to lead organisations healthily in times of complexity and ambiguity. Recent clients include Tesco, G4S, UK & UAE Civil Service, AB Foods, a global humanitarian agency, Lloyds, John Lewis, Zentiva and Marketform.

Karen is an accredited Power & Systems facilitator and finds this approach to be transformational particularly for leaders in mature organisations, freeing their energy for change and creating healthy and human workplaces. She is an effective keynote speaker as she brings practical depth and breadth to her contributions.

Dr. Wanda Wallace is President and CEO of Leadership Forum, Inc. LFI designs and delivers innovative interventions that enable leaders to improve not only their leadership ability, but also their agility in strategic thought, team engagement, inclusivity and ultimately execution.Dr. Wallace received her Ph.D. from the Psychology Department at Duke University in 1985, with special emphasis on cognitive and thought processes.

In the twenty two years since joining Shell in 1993, Jonathan has worked in the UK, US, Netherlands, Malaysia and Qatar. During this time he has worked in Upstream, Downstream, P&T and Corporate HR and been involved in everything from developing policy for offshore workers who are so overweight that they would pose a safety risk in the event of a helicopter emergency, to leading the design of an onboarding programme for Manufacturing PU Managers and establishing a partnership between Shell International and the youth homelessness charity Centrepoint.